What Is Advocacy?␣ - POLICY Project Proj Sec III-1.pdf · THE POLICY PROJECT ADVOCACY TRAINING MANUAL UNIT 1 III. THE ADVOCACY STRATEGY 1. W HAT IS ADVOCACY? SECTION III By the

UNIT 1SECTION III

THE POLICY PROJECT ADVOCACY TRAINING MANUAL

III. T HE ADVOCACY STRATEGY 1. WHAT IS ADVOCACY ?

What Is Advocacy?␣Background Notes

There are as many definitions of advocacy as there are groups and networksadvocating. However, each definition shares common language andconcepts. Advocacy is first and foremost a process, occurring over unspecifiedamounts of time, sometimes brief and often lengthy. Advocacy is also strategicand targets well-designed activities to key stakeholders and decision makers. Andlastly, advocacy is always directed at influencing policy, laws, regulations, programs,or funding—decisions made at the upper-most levels of public or private sectorinstitutions.

Advocacy includes both single-issue, time-limited campaigns as well as ongoing workundertaken around a range of issues.Advocacy activities may be conducted at thenational, regional, or local level.

Within the FP/RH policy arena, advocacy efforts might address such things asenactment of a national population policy or inclusion of reproductive healthservices in a national health insurance plan. Operational FP/RH policies—wherespecific resource allocation and service delivery guidelines are formulated—arealso potential objects for advocacy campaigns.

In Unit 1, the network members define advocacy for themselves and gain a thoroughunderstanding of the concept and the strategy by exploring the various steps involvedin an advocacy campaign. In addition, the participants identify the characteristicsof advocacy that distinguish it from the related concepts of information, educationand communication (IEC); public relations; and community mobilization.

Advocacy is a set of targetedactions directed at decision makersin support of a specific policy issue.

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III. T HE ADVOCACY STRATEGY 1. WHAT IS ADVOCACY ?UNIT 1SECTION III

By the end of this unit, participants will be able to• Define advocacy;• Identify the steps in the advocacy process; and• Distinguish advocacy from related concepts.

2 hours and 30 minutes

• Newsprint, markers, and tape• Copies of handouts

III.1.1 Background NotesIII.1.2 Sample Definitions of AdvocacyIII.1.3 Steps in the Advocacy ProcessIII.1.4 Advocacy and Related Concepts

• Card template, “Steps in the Advocacy Process”

• Identify and invite a local RH specialist or advocacy expert to makethe opening presentation for Activity 1. Ask the speaker to discussthe current and potential role of NGOs and other groups of civilsociety in the policymaking process; their role as representatives oftraditionally underserved populations; the expanding role of NGOs ininternational arenas, such as Cairo, ICPD+5, and Beijing; and apersonal account or local success story illustrating how advocacy hasled to policy change. Ask the presenter to speak for no more than 30minutes; explain that there will be time for questions and discussion.

• For Activity 3, copy and cut three sets of “Steps in the AdvocacyProcess” cards using the template at the end of the unit. Each set ofcards should be on a different color paper or card.

• For Activity 4, draw the chart “Advocacy and Related Concepts” onnewsprint.

What Is Advocacy?Time: 1 hour and 5 minutes

Introduction (5 minutes)

Introduce the unit by reviewing the objectives and following major points:• Advocacy is both a science and an art. From a scientific

perspective,while there is no universal formula for effective advocacy,experience has shown that advocacy is most effective when it is plannedsystematically.

• Networks must follow and include specific steps when designing andimplementing an advocacy campaign; each step requires distinctknowledge and skills.

• Advocacy is also an art. Successful advocates are able to articulate issues in ways that inspire and motivate others to takeaction. Successful advocates are skilled negotiators and consensusbuilders who look for opportunities to win modest but strategic policygains while creating still other opportunities for larger victories.

OBJECTIVES

TIMEMATERIALSHANDOUTS

PREPARATION

ACTIVITY 1

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• Artful advocates incorporate creativity, style, and even humorinto their advocacy events in order to draw public and media attentionto their cause.

• The art of advocacy cannot be taught through a training workshop;rather, it emerges from within network members themselves. Advocacytraining provides the tools, but participants must add the spark.

• Section III of the manual is designed to teach both the science andthe art of designing and implementing an advocacy campaign. Theunits in Section III correspond to the different steps of the advocacyprocess. Participants will learn how to use advocacy strategies andtools to influence decision makers and bring about more favorableFP/RH policies and programs.

Expert Speaker (1 hour)

1. Introduce the speaker.2. After the presentation, moderate a question-and-answer session for

approximately 20 minutes.3. Thank the presenter and conclude the activity.

Note to Facilitator: The POLICY Project has conducted advocacy workshops inmany non-English speaking countries, in languages that range from Arabic toSpanish, Russian, French, Turkish, Romanian, and Portuguese. In many instances,the concept of advocacy did not translate readily into the local language such thatworkshop participants spent considerable time finding the most accurate word orphrase. While it may be helpful to consult with local advocacy groups/experts todetermine the most appropriate translation for “advocacy,” it is the participantsthemselves who must select and agree on the word or phrase that most accuratelyconveys the local culture’s concept of advocacy.

Defining AdvocacyTime: 1 hour

Brainstorming (15 minutes)

1. Write advocacy on the flipchart and ask participants to brainstormwords that come to mind when they think of advocacy.

2. Record everyone’s responses and include all contributions. If words orphrases are repeated, simply add a tick mark (✓) next to therepeated phrases

3. The brainstorming activity should elicit responses such as thosebelow.

ACTIVITY 2

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Small Groups (45 minutes)

1. Divide participants into small groups of four to five persons.2. Instruct each group to draft a definition of advocacy. Encourage the

groups to use the words on the flipchart to prepare their definitions. Allow 15 minutes.

3. Ask the groups to write their definitions on newsprint and post them on the wall.

4. Read each definition aloud and discuss the definitions by asking thegroup to identify the following:• Similarities among the definitions (i.e., words or phrases that appear

in more than one definition). Circle the commonalties with a coloredmarker.

• Elements that are unique to a definition (i.e., not repeated in anyof the other definitions). Circle the unique words or phrases with adifferent colored marker.

5. Ask participants to decide whether one of the posted definitions should be the network’s agreed-upon definition of advocacy or whether theywant to craft a new definition by using the common elements and ideas represented in their definitions.

6. Using clean newsprint, help the group write a definition that reflects the full group’s input; post the definition in a location where it can remain throughout the workshop.

7. Distribute Handout III.1.2 and review the definitions listed. Thedefinitions come from a variety of sources, including internationaladvocacy organizations and a POLICY partner network in Ghana.

8. Ask participants to review the definitions and identify points that are consistent with their own definition.

TransitionNow that participants have reached consensus on a working definition of advocacy,they will look at the different steps that comprise the advocacy process. Experienceshows that advocacy is rarely an orderly, linear process. Some of the most successfuladvocacy efforts have resulted from rapid responses to needs and/or opportunitiesand have materialized amid chaotic environments. The ability to seize opportunities,however, does not replace the importance of a sound process and careful planning.The next activity demonstrates that looking at advocacy in a systematic way helpsnetworks plan and implement effective advocacy campaigns.

Advocacy√ Defending√ Sensitizing√ Change√ Persuasion√ Exposure√ Communication√ Providing a solution

√ Influence√ Intervening√ Decision making√ Selling an idea√ Lobbying√ Attracting

attention

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UNIT 1SECTION III



Steps in the Advocacy ProcessTime: 1 hour and 15 minutes

Sequencing the Steps (45 minutes)␣

1. Divide participants into three teams.2. Distribute one set of set of advocacy cards to each team. Be certain

that the cards are NOT in the correct order when you give the sets tothe teams.

3. Explain that each card in the set has one step of the advocacy processwritten on one side and a brief definition/explanation of the step on the other side.

4. Ask each team to read the cards and reach consensus on the order thatwould be followed to plan and implement an advocacy campaign. Allow 20 minutes.

Note to Facilitator: Generally, the teams order their cards to look something likethe following.

5. Ask the teams to post their cards on the wall or display them on the floor so they are visible to the full group. If possible, have all three sets of cards displayed near one another so that participants can make comparisons.

6. When each team has posted its cards, ask participants to gather around the three arrangements and to identify similarities and differences.

7. Refer to the first set of cards and ask Team 1 members the following:• Did everyone agree on the final order?• Where did group members disagree on the sequence of

cards and what were the areas of debate?• Which, if any, steps did participants have difficulty

understanding?8. Ask the other participants if they have questions for the team.9. Repeat the process for Teams 2 and 3.

ACTIVITY 3

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10. When all three teams have presented their work, lead a generaldiscussion structured around the following questions:

• Did the teams all start with the same step? Did they have thesame or different ending step?

• Were there any steps that were ordered concurrently in theprocess?

• Were any important steps left out of the process?

Presentation on the Advocacy Process (30 minutes)␣

1. Explain to participants that the purpose of the sequencing activity was tointroduce advocacy as a systematic process with distinct steps andactivities. While the steps may not always occur in the same order duringan actual advocacy campaign, it is important to consider each step as acritical and integral piece of the advocacy effort.

2. Distribute Handout III.1.3: Steps in the Advocacy Process or presentit on an overhead transparency or flipchart.

3. Briefly explain each of the steps in the process by using the notes belowas a guide. Write key words and phrases on newsprint as you go througheach step. Explain that the remaining units in the workshop will addresseach of these steps in greater detail, but not in the same sequence as inthe model. Some steps are combined in a unit (e.g., messagedevelopment and channels of communication).

Steps in the Advocacy Process␣I. Define the Issue.Advocacy begins with an issue or problem that

the network agrees to support in order to promote a policychange. The issue should meet the network’s agreed-upon criteriaand support the network’s overall mission (e.g., issue is focused,clear, and widely felt by network constituents). Ask participants toidentify ways in which the network could identify issues. Includethe following:

• analysis of the external environment, including political,economic, social, and other factors;

• organizing issue identification meetings; and• collecting and analyzing data about the FP/RH situation

(DHS, baseline surveys, focus groups, census, etc.).

II. Set Goal and Objectives.A goal is a general statement of what thenetwork hopes to achieve in the long term (three to five years). Theadvocacy objective describes short-term, specific, measurableachievements that contribute to the advocacy goal.

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III. Identify Target Audience. The primary target audience includesthe decision makers who have the authority to bring about thedesired policy change. The secondary target audience includespersons who have access to and are able to influence the primaryaudience—other policymakers, friends or relatives, themedia, religious leaders, etc. The network must identifyindividuals in the target audience, their positions, and relative powerbase and then determine whether the various individuals support,oppose, or are neutral to the advocacy issue.

IV. Build Support. Building a constituency to support the network’sadvocacy issue is critical for success. The larger the support base,the greater are the chances of success. Network members must reachout to create alliances with other NGOs, networks, donors, coalitions,civic groups, professional associations, women’s groups, activists,and individuals who support the issue and will work with you toachieve your advocacy goals. How do you identify potentialcollaborators? Members can attend conferences and seminars, enlistthe support of the media, hold public meetings, review publications,and use the Internet.

V. Develop the Message.Advocacy messages are developed andtailored to specific target audiences in order to frame the issue andpersuade the receiver to support the network’s position. There arethree important questions to answer when preparing advocacymessages: Who are you trying to reach with the message? What doyou want to achieve with the message? What do you want the recipientof the message to do as a result of the message (the action you wanttaken)?

VI. Select Channels of Communication.Selection of the mostappropriate medium for advocacy messages depends on thetarget audience. The choice of medium varies for reaching the generalpublic, influencing decision makers, educating the media, generatingsupport for the issue among like-minded organizations/networks, etc. Some of the more common channels ofcommunication for advocacy initiatives include press kits and pressreleases, press conferences, fact sheets, a public debate, aconference for policymakers, etc.

VII. Raise Funds.Advocacy campaigns can always benefit from outsidefunds and other resources. Resources can help support thedevelopment and dissemination of materials, cover network members’travel to meet with decision makers and generate support, underwritemeetings or seminars, absorb communication expenses, etc.Advocacy networks should develop a fundraising strategy at the outsetof the campain to identify potential contributors of financial and otherresources.

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VIII. Develop Implementation Plan. The network should develop animplementation plan to guide its advocacy campaign. The planshould identify activities and tasks, responsible persons/committees,the desired time frame, and needed resources.

On-going ActivitiesCollect Data.Data collection supports many of the stages of theadvocacy process shown in the model. Advocacy networks shouldcollect and analyze data to identify and select their issue as well asdevelop advocacy objectives, craft messages, expand their base ofsupport, and influence policymakers. Data collection is an ongoingactivity for the duration of the advocacy campaign.

Monitor and Evaluate. As with data collection, monitoring andevaluation occur throughout the advocacy process. Beforeundertaking the advocacy campaign, the network must determine howit will monitor its implementation plan. In addition, the group shoulddecide how it will evaluate or measure progress and results. Can thenetwork realistically expect to bring about a change in policy,programs, or funding as a result of its efforts? In specific terms, whatwill be different following the completion of the advocacycampaign? How will the group know that the situation has changed?

4. In closing, remind participants that advocacy activities are often carriedout in turbulent environments. Frequently, networks do not have theopportunity to follow each step in the advocacy process according to themodel presented here. Nevertheless, a systematic understanding of theadvocacy process will help advocates plan wisely, use resourcesefficiently, and stay focused on the advocacy objective.

Advocacy and Related ConceptsTime: 45 minutes

Note to Facilitator: After reviewing the various definitions of advocacy and thesteps in the advocacy process, participants should have a clear sense of the meaningof advocacy. Nevertheless, advocacy is often confused with other concepts thatshare common elements—IEC (information, education, and communication), publicrelations, community mobilization, and social marketing. It is helpful to describethese other concepts to reduce any remaining confusion.

1. Explain that Activity 4 is designed to compare and contrast advocacy with related concepts.

2. Show participants the chart you have prepared on newsprint.

ACTIVITY 4

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Advocacy and Related Concepts␣

Concept/ Target Audience Objective How Do YouApproach Measure Success?

3. Help participants fill in the chart, beginning with IEC. Ask the groupthe following questions:

• Who has managed or implemented an IEC campaign?• Who is the target audience of an IEC campaign? (Possible

responses include women, men, youth, residents of apredetermined geographic area, etc. While audiences vary fromone IEC campaign to the next, they typically constitutes aparticular population defined by sex, age, geography, etc. Writeparticipants’ response in the appropriate box on the chart.)

• What is the objective of an IEC campaign? (Responses shouldinclude “raise awareness or change behavior.” Write behaviorchange in the appropriate box.)

• How do you measure the success of an IEC campaign? In otherwords, what objective indicators of change will tell IECcampaign organizers that their campaign has succeeded?(Responses will vary according to the campaign’s objective, butwrite several examples in the box, such as the percentage ofyouth using condoms, number of women who request familyplanning services, number of condoms sold.)

4. Continue to complete the chart for Public Relations (PR), adapting thequestions listed above. Ask the group to think about a local business andto consider how the company uses public relations and advertising topromote its services or products. Using the local example, complete thePR row of the chart. An example from a workshop in Mexico follows:

Business Aeroméxico, a large Mexican airlineTarget Audience Mexican consumerObjective To promote company image and boost salesMeasure of Success Increased ticket sales; percent increase of new

passengers

IEC

Public Relations

Advocacy

CommunityMobilization

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5. Now, help the group think about an advocacy campaign. Repeat thesame questions and fill in the answers on the chart. Common answersfor the advocacy questions follow:

Target Audience Policymakers (the decision makers with theauthority to affect the advocacy objective)

Objective To change policies, programs, or the allocationof public resources

Measure of Success Adoption of a new or more favorable policy/program; percent shift in resource allocation;new line item in a public sector budget, etc.

6. Finally, ask the group to think about the concept and practice ofcommunity mobilization and then complete the chart. Use the followingexample to help guide the discussion:

Target Audience Community members and leadersObjective Build a community’s capacity to rank its needs

and take actionMeasure of Success A community problem is solved or a need is

met. Increased participation in and ownership ofthe problem-solving process.

7. Summarize the activity by moderating a discussion organized aroundthe following questions:

• What characteristics do all four of these approaches share?Among the range of answers, participants might note that allfour approaches include strategies for promoting change andare most effective when planned systematically.

• How does advocacy stand apart from the other approaches?Advocacy always seeks to change a policy, resource allocation,or operational policy. Advocacy efforts usually include an IECcomponent to raise the awareness of key audiences, but advocacydoes not stop with awareness raising. The advocacy process iscomplete when a policymaker implements the prescribed policyaction. While the general public may be one of the audiences foran advocacy campaign, the public is targeted to engender supportand pressure policymakers. If the network focuses on theobjective of its approach, it will be able to distinguish advocacyfrom related concepts.

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Advocacy must be defined within each national or regional context, particularlywhen the term is translated into another language. With its focus on policy change,however, advocacy is universal and easily distinguishable from related conceptssuch as IEC, public relations, community mobilization, etc. Furthermore, networksmust approach an advocacy campaign as they would any strategic exercise, bysystematically addressing key steps and activities.Distribute handouts for Unit 1.

The first step in the advocacy strategy is selecting the issue. In the next unit,participants will carry out a brief analysis to identify and rank their own FP/RHissues for advocacy as a prerequisite to developing goals and objectives.

SUMMARY

MOVINGAHEAD

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Handout III.1.1

What Is Advocacy?Background Notes

There are as many definitions of advocacy as there aregroups and networks advocating. ␣ However, each definitionshares common language and concepts. ␣ Advocacy is firstand foremost a process, occurring over unspecified amountsof time, sometimes brief and often lengthy. ␣ Advocacy isalso strategic and targets well-designed activities tokey stakeholders and decision makers. And lastly, advocacyis always directed at influencing policy, laws,regulations, programs, or funding—decisions made at theupper-most levels of public or private sector

institutions. ␣ Advocacyincludes both single-issue,time-limited campaigns aswell as ongoing workundertaken around a rangeof issues. Advocacyactivities may be conductedat the national, regional,

or local level. ␣

Within the FP/RH policy arena, advocacy efforts mightaddress such things as enactment of a national populationpolicy or inclusion of reproductive health services in anational health insurance plan. Operational FP/RHpolicies—where specific resource allocation and servicedelivery guidelines are formulated—area also potentialobjects for advocacy campaigns. ␣ In Unit 1, the networkmembers define advocacy for themselves and gain a thoroughunderstanding of the concept and the strategy by exploringthe various steps involved in an advocacy campaign. Inaddition, the participants identify the characteristicsof advocacy that distinguish it from the related conceptsof information, education and communication (IEC); publicrelations; and community mobilization.

Advocacy is a set of targeted actionsdirected at decision makers insupport of a specific policy issue.

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Handout III.1.2

Sample Definitions of Advocacy␣

The definitions below reflect how various organizations understand andoperationalize advocacy.␣

“Advocacy is the act or process of supporting a cause or issue.␣ An advocacycampaign is a set of targeted actions in support of a cause or issue.␣ We advocatea cause or issue because we want to

• build support for that cause or issue;• influence others to support it; or• try to influence or change legislation that affects it.

— International Planned Parenthood Federation, IPPF Advocacy Guide

“Advocacy is a process that involves a series of political actions conducted byorganized citizens in order to transform power relationships. The purpose ofadvocacy is to achieve specific policy changes that benefit the population involvedin this process.␣ These changes can take place in the public or privatesector.␣ Effective advocacy is conducted according to a strategic plan and withina reasonable time frame.”

— The Arias Foundation (Costa Rica)␣

“Advocacy is speaking up, drawing a community’s attention to an important issue,and directing decision-makers toward a solution. Advocacy is working with otherpeople and organizations to make a difference.”

— CEDPA, Cairo, Beijing and Beyond: A Handbook on Advocacy for Women Leaders␣

“Advocacy is defined as the promotion of a cause or the influencing of policy, fundingstreams or other politically determined activity.”

— Advocates for Youth, Advocacy 101 ␣

“Colleagues in India describe advocacy as an organized, systematic, intentionalprocess of influencing matters of public interest and changing power relations toimprove the lives of the disenfranchised.␣ Other colleagues in Latin America defineit as a process of social transformation aimed at shaping the direction of publicparticipation, policies, and programs to benefit the marginalized, uphold humanrights, and safeguard the environment.␣ African colleagues describe their advocacyas being pro-poor, reflecting core values such as equity, justice, and mutual respect,and focusing on empowering the poor and being accountable to them.

—Institute for Development Research, Advocacy Sourcebook␣

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“Advocacy consists of different strategies aimed atinfluencing decision-making at the local, provincial,national and international levels, specifically:␣ ␣ Who decides – elections, appointments and selection of policy-makers,

judges, ministers, boards of advisors, managing directors, administrators,etc.What is decided – policies, laws, national priorities, services,programmes, institutions, budgets.How it is decided – accessibility of citizens to information and the processextent of consultation, accountability and responsiveness of decision-makers to citizens and other stakeholders.

Policies and decisions are solutions to concrete problems.␣ Effective advocacyrequires sharp understanding and analysis of a concrete problem, and a coherentproposal for a solution.”

— InterAction, Women’s Advocacy Workshop materials␣

Advocacy is the art of influencing individuals or collective decision- or policy-makingto effect a positive change in an issue or situation.

— POLICY Project workshop participants, March 1997, Accra, Ghana

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III. T HE ADVOCACY STRATEGY 1. WHAT IS ADVOCACYUNIT 1SECTION III

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nces

tha

tde

fine

the

issu

e, s

tate

solu

tions

, and

des

crib

eth

e ac

tions

tha

t ne

edto

be

take

n.␣

␣␣


III-20



Impl

emen

tatio

n␣

Iden

tify

and

attr

act

reso

urce

s (m

oney

,eq

uipm

ent,

volu

ntee

rs,

supp

lies,

spa

ce) t

oim

plem

ent

your

adv

ocac

yca

mpa

ign.

␣

Fund

-ra

isin

g␣␣

Carr

y ou

t a

set

ofpl

anne

d ac

tiviti

es t

oac

hiev

e yo

ur a

dvoc

acy

obje

ctive

s (a

ctio

n pl

an.)

␣␣


III-21



Mon

itorin

gan

dEv

alua

tion␣

Gat

herin

g, a

nalyz

ing,

and

usin

g ap

prop

riate

quan

titat

ive a

nd q

ualit

ative

info

rmat

ion

to s

uppo

rt e

ach

step

of y

our c

ampa

ign.

Data

Colle

ctio

n ␣␣

Mon

itor

ing:

A p

roce

ss o

fga

ther

ing

info

rmat

ion

tom

easu

re p

rogr

ess

towa

rd y

our

advo

cacy

obj

ecti

ves.

Eval

uati

on: A

pro

cess

of

gath

erin

g an

d an

alyz

ing

info

rmat

ion

to d

eter

min

e if

the

advo

cacy

obj

ecti

ves

have

bee

nac

hiev

ed.


III-22

What Is Advocacy?␣ - POLICY Project Proj Sec III-1.pdf · THE POLICY PROJECT ADVOCACY TRAINING MANUAL UNIT 1 III. THE ADVOCACY STRATEGY 1. W HAT IS ADVOCACY? SECTION III By the

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